Solutions that may help organisations realize full potential

So when we see an organization, two things remain at the core - People (Talent) and Things (Support systems). Here I assume an agreement that people are not things; and hence not resources. Rather 'talent'.

The fate of any enterprise depends on the kind of talent that it mobilizes. The talent market may appear to be dictated by the employers but that is not purely the case. As an employer, you may get a lot of workers for a single vacancy; but for 'real-gold' talent, you may be subjected to the talent war.

It's tricky for a non-profit or a new startup company to deal with the market on both the 'talent' and 'support system' and yet bring consolidated value to the market. Innovation takes effort and effort costs resources.

My interactions with both startup companies and non-profit organizations in their struggling phase, bring me to the following conclusions:

• Management & Leadership: Things are to be managed and People are to be led. But very often we see that people are being micromanaged and things are being treated in a less-maximised way. That's not a high-value style. When people are led, they bring their discretionary energy to the table whereas when they are managed, they bring conflict.
• Being in the game: During COVID, we all shifted to video conferencing. Zoom Call became synonymous with the word 'online meeting'. Do you know how the software 'Zoom' came to the world? Here it is: Eric Yuan, a Chinese guy, who had to take 10-hour train trips to visit his girlfriend. The visit was not only time-consuming but also exhausting. This quest to "visit" her quickly became the reason for the invention of a globally used tool. The point is Eric did not read the gap report from a firm rather focused on his life problems and then created a solution for it which was adopted by other people as well. In the end, the test is whether are we trusting ourselves enough while being vigilant and observant so that we may remain in the game for long enough.
• Collaborations: Generally, it is considered that having all support functions in-house is a good model. All the best companies do that. But what we ignore to acknowledge is that they can afford them. They are more focused on preserving their innovation than having people on their payroll. The best talent of today aspires independence in career and you will likely find them with entrepreneurial aspirations or journeys. Thus it makes sense to not do the heavy weightlifting and outsource the work. It saves time, energy, and resources while keeping the teams accountable without any personal grudge. Sustained collaborations pave the path for groundbreaking innovations.
• Detach from the past: Very often entrepreneurs admit the facts about their failures, risks, and tough times. It's the story with most of the entrepreneurs. But one action which needs to be peeled out is getting bogged down by the past. Nobody has got any template for a sure shot of success. The future is mostly unpredictable. Therefore, the trials should not stop till the paradigm is supported. Until the intent changes, the course of action must not change.

Organizations are not very much hurt by a lack of resources or opportunities, rather they are majorly hurt by a lack of professionalism and objectivity. It is critically important that the enterprises are open to collaboration and maintain a high standard of transparency. That will bring more stability to the growth and keep the trajectory versatile.

We'll discuss more on the growth of new enterprises in the next edition of Build-It!